AIRE LOGIC LIMITED

ePROMS

ePROMs is a digital patient-reported outcome solution enabling secure, remote completion of validated questionnaires before or after appointments. Integrated with EPR/EHR via HL7, FHIR, or OpenEHR, or as a standalone solution, it automates scoring, reduces administrative burden, eliminates paper, improves patient outcomes, supports PIFU and PREMs, and enhances care efficiency.

Features

• Validated patient outcome questionnaires for multiple specialties
• Complete questionnaires securely on any device, anytime
• No login or registration required for patients
• Automated scoring of symptom and outcome measures
• Browser-based, paperless solution reduces manual processes
• Integrates with EPR/EHR via HL7, FHIR, OpenEHR or used standalone
• Automated invitations and reminders for patients
• Configurable low-code/no-code forms, workflow, and UI
• Optional structured data storage for reporting and analysis
• Scalable across regional and integrated care systems

Benefits

• Reduces clinician administrative workload and manual data entry
• Minimises unnecessary face-to-face appointments and hospital visits
• Improves patient engagement and remote access to care
• Enhances visibility of patient outcomes for clinical decisions
• Automates workflow for timely, consistent outcome capture
• Reduces paper use and associated administrative costs
• Integrates seamlessly into EPR/EHR using HL7, FHIR, OpenEHR
• Enables monitoring and improvement of treatment effectiveness
• Scales regionally or across integrated care systems
• Supports PIFU, PREMs, and patient-centred care initiatives

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at procurement@airelogic.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

371453343090032

Contact

Joseph Waller
01134688527
procurement@airelogic.com

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Can be integrated with PAS and other central health care systems and can be utilised with the wider AireBlocks Platform
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: There are no constraints in running the service
• System requirements: Modern browsers e.g. Edge, Chrome, Firefox, Safari

User support

• Email or online ticketing support: Yes
• Support response times: Support is banded into service level agreements. Some services can choose to have little support and some stronger support. The level of support selected by the customer determines whether it is free or chargeable.; ; Our response times are within 2 hours for urgent requirements, to 3-4 days for low priority requirements depending on the service level the customer has selected.; ; We do provide weekend support; this falls into one of the chargeable models
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Bronze: email support, submission stats, 8 hour SLA; Silver: email and phone support, submission stats, 6 hour SLA; Gold: email and phone support, submission stats, 4 hour SLA and form building advice; Platinum: 24/7 emergency phone support, core hours email support, submission stats and form building advice
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Initial workshops to support analysis of the deployment requirement for user and patient recording and the transformation the platform will bring. We will then work with the local team to configure the platform to the local need, ensuring effective knowledge transfer during this process so the local team can manage ongoing maintenance effectively. We then provide testing support and guidance ready from release into the production environment. We also provide on-site and online training as required for local staff to be able to manage new requirements or as refresher training if required. We support all our customers with ongoing account management to ensure the platform continues to meet their needs.
• Service documentation: Yes
• Documentation formats: HTML
• End-of-contract data extraction: Database export
• End-of-contract process: Full database extract
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Onboarding and offboarding documentation is provided via publicly available web-based documentation that meets accessibility standards. Documentation is delivered in accessible HTML, using clear headings, consistent structure, and semantic markup to support screen readers and keyboard navigation. Content can be accessed without creating an account and is compatible with common assistive technologies. Where PDF documentation is provided, it is structured for accessibility and can be read using screen readers.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: All of our products are device agnostic
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Authorised users can self-administer the configuration settings for their organisation and their local integration needs
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We have used both online and offline accessibility testing tools and have installed local accessibility tools on developer workstations
• API: Yes
• What users can and can't do using the API: There are a number of APIs across our platform, which allow you to programatically access functionality within each service. The APIs are secure by design, and follow RESTful principles. There are also GraphQL APIs which allow you to fetch discrete data points using selective querying. APIs can be used to access available forms, query data collected through forms, retrieve lists of workflow tasks and create new patient records. It is not possible to delete patient data through the APIs, you are able to withdraw information, but it cannot be permanently delete for audit purposes. APIs documentation is made available dynamically through OpenAPI specifications, and product specific documentation sites. These sources detail the extensive capabilities of individual API methods, and their respective interfaces.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Low-code and no-code configuration for various features within the platform including organisation logos / branding and colours, dashboards, creation and amendment of ePROMs/PREMs templates for patient/service users to complete, fully flexible workflows and automations, system integrations including standards based support (HL7, FHIR, OpenEHR, SNOMED), roles for users, fields available for completion, organisation units, reports etc.

Scaling

• Independence of resources: Segregated resources (docker containers)

Analytics

• Service usage metrics: Yes
• Metrics types: Form usage reports (e.g. form completions within last 30 days), popular forms, form uptake.
• Reporting types:
  • Real-time dashboards
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Security Clearance (SC)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: Yes
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: In-house
• Protecting data at rest: Physical access control, complying with another standard
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Database extract
• Data export formats:
  • CSV
  • Other
• Other data export formats: JSON
• Data import formats:
  • CSV
  • Other
• Other data import formats: JSON

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: 99.9%
• Approach to resilience: Available on request
• Outage reporting: Email alerts and public dashboard

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Limited access network (for example PSN)
  • Username or password
• Access restrictions in management interfaces and support channels: Role based access controls
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Multi-Factor Authentication (MFA)

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Aire Logic maintains a robust information security framework aligned to ISO 27001, for which we are fully accredited. We are compliant with the NHS Data Security and Protection Toolkit and currently exceed the required standards. We also hold Cyber Essentials Plus certification. Clinical safety is assured through compliance with DCB0129 during development and support for customers in achieving DCB0160 during deployment and use. A named Clinical Safety Officer oversees this across our solutions. Security policies are embedded into our governance model and reviewed regularly. All staff complete mandatory information security and GDPR training on induction and annually, and are required to read and acknowledge our internal security guidelines. Access and permissions follow the principle of least privilege, supported by continuous monitoring and regular audits. Our reporting structure ensures accountability and quick escalation. The Chief Technical Officer acts as Incident Manager for major security events and leads post-incident reviews. The Compliance Lead maintains policy updates, internal training and supplier assurance. The Delivery Manager owns the risk register and chairs quarterly service improvement reviews. Our Design Authority approves significant architectural or security changes. Change control operates through structured governance with appropriate technical, operational and client representation.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: All build and configuration assets are version controlled (using git). All changes are peer reviewed by at least two others before being merged into the codebase (or configuration).
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We do in-house penetration testing. Any critical vulnerabilities should be patched within 24 hours.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Proactive log monitoring
• Incident management type: Undisclosed
• Incident management approach: Users can email or phone with incidents. We use an incident management tool (Zendesk) that has built-in reporting
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: Yes
• Connected networks: Health and Social Care Network (HSCN)

Pricing

• Discount for educational organisations: No
• Free trial available: No

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 0%
• Between £250,000 and £500,000: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BSI
• ISO/IEC 27001 accreditation date: Monday 9 October 2023
• What the ISO/IEC 27001 doesn’t cover: Outsourced Development
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI
• ISO 9001 accreditation date: Friday 4 August 2023
• What the ISO 9001 doesn’t cover: No exclusions
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: F439e5bf-c057-46bc-8ed3-614cbf8dd5a1
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 477bfda7-4668-4a5e-8cb9-7b55214aa238
• Other security certifications: Yes
• Any other security certifications:
  • ISO 20000-1 : 2018
  • ENVIRONMENTAL MANAGEMENT SYSTEM - ISO 14001:2015
  • ISO 27001:2022

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at procurement@airelogic.com. Tell them what format you need. It will help if you say what assistive technology you use.